挖掘潜在的人才价值(英文PDF 9页)

42TappingtheHiddenValueofPeople’tbesurethatitshumancapitalpracticeswerereallyadvancingthatstrategy.Ifyou’vehearditonce,you’vehearditathousandtimes:thatoldlineaboutthecompany’sbestassetswalkingoutthedooreverynight.Theheadlinestelladifferentstory.Thefre-quencyanddepthoflayoffstodaysuggestthatmanymanagersstillviewhumancapitalprimarilyasavariablecostratherthanavalue-producingasset.Managersmanagewhattheycanmeasure––andtheyfindithardtomeasurepeople.Whiletheycancalculatepayrollexpenses,theytypicallydon’thavethetoolstodeterminecausalrelationships:whyvaluedemployeesreallyleave,whathappenswhennewstaffarepromotedrapidly,howtraininginfluencesproductivity.Andwheneconomicpressuresdictatethatlaborcostsshouldbeadjustedtobusinessrealities,manymanagersdon’tknowwhentheyaredis-cardingvaluableknowledgeassetsratherthansimplycuttingcosts.Absentthefacts,man-agersarehard-pressedtoapplysystemsthinkingtothemanagementofhumancapital.They’vehadtomakesuchdecisionspiecemeal,withlittlesenseoftheirbroaderimpactandtheeconomictradeoffsinvolved.Thereissomeearlyevidenceofashiftinthisview.ArecentsurveyconductedbyMercerHumanResourceConsultingandCFOResearchServicesrevealedthat43%ofCFOsseehumancapitalmoreasasourceofvalue,with32%sayingitisequalpartscostandvalue.Only25%seeitmoreasanoperatingcost(Exhibit1).Onbalance,moreCFOsindicatethattheyviewHRasastrategicpartnerratherthanacostcenter.Perhapsmostnotableofall:Only12%believetheirinvestmentsinhumancapitalcanbetrimmed.Twothingsarechanging.First,businessleadersarestartingtorecognizethatwhilethereisanaturalfloortocost-cutting,theenhancementofvaluehasnoceiling.Theconceptofuntappedpotentialhastremendousappeal.Second,anewscienceofhumancapitalmanage-mentisbecomingmoreprominent.It’scharacterizedbyrigoroussystemsthinking,abasisinfirm-specificfactsthatrelatetooperational,financial,andhumancapitalareas,andafocusonvaluecreation.TomLoveisanAtlanta-basedpartnerwithMercerHumanResourceConsultingandmanagesMercer’srelationshipwithFirstTennesseeNational.HaigNalbantianisaNewYork-basedpartnerwithMercerandco-chairofthefirm’sR&[e-mail]@mercer.com.AlsocontributingtotheFirstTennesseeworkwereprincipalsIlseDeVeer,BrianLevine,andBruceWang.Mercer’sbookonthescienceofhumancapitalmanagement,PlaytoYourStrengths,co-authoredbyNalbantian,RichardGuzzo,DaveKieffer,andJayDoherty,waspublishedinOctoberbyMcGraw-Hill.TappingtheHiddenValueofPeopleItpaystolearnexactlywhereandhowtoinvestinhumancapitalByTomLoveandHaigNalbantianCASESTUDY:FIRSTTENNESSEENATIONALFromMercerManagementJournal16Exhibit1CFOs’changingviewsofemployees’valueAfewpioneeringcompanieshavemarriedthatperceptualshiftwiththenewtoolsofhumancapitalmanagement.ForFirstTennesseeNationalCorporation,itwasanaturalmatch.Inthelate1990s,FirstTennessee,nowthe31stlargestbankholdingcompanyintheUnitedStatesinassetsizeandmarketcapitalization,believedtherewassignificantleverageinhighlydevel-opedhumancapitalmanagementpractices.ThecasestudythatfollowsshowswhatFirstTennesseelearnedaboutitselffromdataithardlyknewithad.Thefindingsarehelpingthecompanymakemajorworkforcedecisionsonthebasisofnetvaluetothefirm,notjustcost.EmployeesfirstFirstTennesseehasanameforitsemployee-centeredculture:“Firstpower.”“Ourcultureisoursecretweapon,”readsthecompany’sWebsite.“Itisacombinationofourvision,mission,andourphilosophyofputtingemployeesfirst.Weknowthatwithoutexcellentemployees,wewillnotbeabletoprovideoutstandingservicetoourcustomers,shareholders,orcommunities.”Atmanycompanies,suchstatementsmightsoundhollow.AtFirstTennessee,they’regen-uine.The10,000-employeefinancialservicesinstitutionhasmadeFortunemagazine’slistofthe100bestcompaniestoworkforinAmericaforsixconsecutiveyears,andithasappearedonWorkingMother’scomparablelistforeightyearsrunning.IthasalsorankedasoneofthemostprofitablebankingcompaniesintheU.S.forsevenyearsinarow,accordingtoForbes,basedonafive-yearaveragereturnoncapital.ToFirstTennessee’smanagement,therank-ingsofprofitabilityandpreferredemployeraredirectlyrelated.Howdoesyourcompany’sleadershiptendtoviewhumancapitalinvestments?35302520151050FinancialservicesPharmaceuticals/professionalservicesLightmanufacturingHeavymanufacturingComputer/telecom%respondents9%MainlyasanoperatingcostMainlyasanoperatingcost50/50MainlyasasourceofvalueSomewhatmoreasacost50/50SomewhatmoreasasourceofvalueMainlyasasourceofvalue15%32%28%15%Meanresponsebyindustry3.63.53.33.02.912345Note:Figuresdonotaddto100%duetoroundingSource:MercerHumanResourceConsulting,CFOResearchServicesM